Transcript

1.
Generations seems to turn over pretty fast now.
Well, no, technically I guess they don't, since you need to be born during a certain arbitrarily
defined time period to be X or Y or whatever, but actually I think they do, if by generation we
mean a bunch of people who are around the same age but have dramatically different habits
and thoughts and behavior to people who are older or younger.
In Being Digital, Negroponte says that 'each generation will be more digital than the last'.
This is worth remembering. immigrant or native: being native now isn't what will be native
soon. And, if I'm right, I mean very very soon. You have to run to keep up with an
accelerating culture.
Any technology that did not exist when you came of age [let's say 15] will forever be
technology. Any technology that came before will simply be, well, stuff.
The Internets is in betweens for me - I came online just as the web did, I dialled up bulletin
boards as I began to think who I was seriously - in that seriously self obsessed way that only
teenagers can. Mobile phones came after.
But television is not technology to me - althought it was for my parents, who didn't have it
when they were teenagers - it is stuff.
And the internets is not technology for anyone growing up now. It's stuff.
From Faris Yakob’s blog.

2.
Introduction
For some decades the account planner has been providing clarity and direction in the field of
advertising. But the world has become faster and harder to grasp. How can the planner of
tomorrow thrive in times to come?
The opinions, actions and interactions of people are in a constant flux as new societies and
technologies emerge. In this world account planning has become more interesting and more
useful than ever. But it has also become more demanding as a job. The next generation of
planners have to think and do right in so many ways.
To get general a general sense of direction, I asked some great planner minds across the
global advertising industry for their best tips. I gave them one simple question:
What’s your best advice for the next-generation of young and ambitious planners?
I hope you will enjoy this collection of advice and that it will inspire you to planner
greatness. It's really good stuff.
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3.
Part 1: Russel Davies
Don't get too hung up about brands. They're not that complicated.
You can learn all the theory you need to know from Eat The Big Fish and Truth, Lies and
Advertising. Or a couple of other similar books. There's about two books worth of theories
and stories you need to know. Everything else is experience.
The real art of planning isn't about brands, it's about organisations. What a good planner
really learns is how to get organisations to do stuff. Early on it's the account group
organisation; account person, creatives - you learn how to get them to do something. Then
it's a few clients, or the whole agency, then the marketing department. Eventually, you learn Russell Davies is founder of Open
how to get huge global organisations to do stuff. Not necessarily the right thing, Intelligence Agency, former Global
not necessarily what you think they should do, but something. That's really, really hard. Brand Manager of Nike and former
That's a good skill. That's what you should pay attention to and study. What does it take to Planning Director at Wieden + Kennedy
get Organisation A to do something? Research? Powerpoint? Video? A manifesto? What
happens when Organisation A has to work with Organisation B? How do you help that
happen?
Start thinking about that. Pay attention to what works and what doesn't. Get good at that.
Then you can go and get a proper job.
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4.
Part 2: Aki Spicer
Start to SOLVE THE PROBLEM. Classic planning has been about planners sourcing a way to
speak about the brand in the most compelling ways.
I think there is a new opportunity for planners to leverage their customer insights to not only
communicate about the brand's value, we can and should influence actual business solutions
and ideas. So an example: Nike+. Is that a marketing communication? Or a business
solution? Or a research tool? Or a customer service channel? Well, its all of that. A billboard
headline is nice. But a Nike+ solves the problem.
We're smart enough to help clients solve the problems. It gets us and our agencies deeper Aki Spicer is Planning Director at Fallon
into the clients business, and makes us more valuable than last week's headline copy. Just a Worldwide
thought.
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5.
Part 3: Faris Yacob
Be nice. All the time. To everyone.
Try to meet other nice people who interested in the same things as you.
Don't get [too] cynical.
Stay interested in advertising and communication.
Stay interested in other things too.
Never be afraid to ask questions.
Faris Yakob is EVP Chief Technology
Reading is for awesome people. Strategist at McCann Erickson and
of Author of The Age of Conversation.
Write a blog.
Take pictures.
Develop your own theory about how brands work and what they are for. But don't fall in love
with it.
Become a geek [or an expert on something].
Steal everything - every trick and idea - and make them your own.
HAVE FUN!
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6.
Part 4: Heather LeFevre
From my perspective, I think mastering the art of conversation is one of the most important
skills to develop. How to Talk to Anyone is a great book to help.
You have to build rapport with surly creatives and clients that you may not see all that often.
They will invite you into their inner circle if they trust you, find you interesting and want to
talk to you.
It doesn't matter how smart you are if you haven't got that.
Heather LeFevre is Senior International
Planner at DDB Amsterdam
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7.
Part 5: Holger Schneider
Not new but still true: be curious, be open and never stop asking questions.
Always try to understand what moves and intrigues you and how you can put it on your goal.
If you don't have an opinion, how can you convince someone else?
How can you be convincing without being authentic?
Research studies can be helpful, but are rarely sufficient.
Go out, observe and speak to the people - and LISTEN carefully.
Conversations provide deep and surprising insights. Holger Schneider is Strategy Director at
Scholz & Friends
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8.
Part 6: Merry Baskin
(Some Rather Bossy) Advice for the next generation of (student) planners
1. Read. Feed your Head. Think about what it means to you personally. Discuss with others.
(This’ll get you smarter faster – why try and reinvent it all again from scratch? Just build on
it in your own style and using your own experiences. It’s all out there nowadays for the
taking). I just spent a week with the Advertising/Planning students at University of Oregon
and was appalled at how little actual reading some of them do - apart from devouring all
those nice chatty blogs and twitters etc. (Nothing wrong with these incidentally, but not if Merry Baskin is Planning Director at
that is your only diet. It’s like living on beer and crisps. Great fun to start with but ultimately Frame, founder of Baskin Shark and
a bit gassy, bloating and gives you spots.) And these guys are students – isn’t that the time of former Planning Director of JWT
life when you are meant to be reading? And thinking? And writing papers? There are some London and Chiat Day New York.
amazing tomes and think pieces out there which are incredibly substantive, astute,
informative and practical, written by people with considerably more intelligence, wit and
experience than the average Ad student, so why not benefit? These books will also require
you to think and reflect on how they apply to your market and your brands in today's climes,
since their wisdom is not spoon fed in sound bites for you to regurgitate. Four ESSENTIAL
account planning books (which should be on your reading lists – recommend them to your
professor if they are not - are A Master Class in Brand Planning by Stephen King (OK, I co-
edited it but I make no money from this promotion, all royalties go to Stephen's widow, this
is perennial wisdom from the co-founder of our discipline), Jon Steel's Truth Lies and
Advertising, Adam Morgan's eatbigfish, and the recently published APG GOLD book - a
compilation of the best award winning planning case histories from the past 15 years or so.
And if you are into research, especially qual, then Wendy Gordon’s Good Thinking is
brilliant.
...
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9.
Part 6: Merry Baskin
(Some Rather Bossy) Advice for the next generation of (student) planners
2. Be Curious. Be Relevant. Be Persuasive. My cocktail party job description is “I get paid to
be nosey”. But the key next step to my job is what am I going to do with what I have found (or
seen heard felt thought)? ‘Knowledge Application’ is the key practical next step – how can we
use this stuff to get to where we want to be? (aka Stephen King’s Planning Cycle). Then it’s
Team Persuader – NB not leader – that’s the account people - How am I going to get
everyone to come along with me?
3. Check out the APG website if you have not already. In addition to ordering the Gold Merry Baskin is Planning Director at
Awards book and the Stephen King book, check out two things – without wishing to sound Frame, founder of Baskin Shark and
like Mandy Rice-Davies, the piece on 'what is account planning' which, although I wrote it 10 former Planning Director of JWT
years ago, is still quite pertinent about what craft skills the job of account planning entails, London and Chiat Day New York.
and think about how you can set about acquiring some of them. The other is the booklet
'Testing to Destruction' which you can download. Again this is even older - 30+ years - and
while certain passages have not stood the test of time, sadly all of the appalling methods and
models of thinking he describes are just as prevalent, especially in the US, today. The next
generation needs to do something about this. God knows my lot have tried, and some
progress has been made, most notably by Hall & Partners. Maybe you can succeed where
others have failed, given the dramatic changes happening in our industry and the wider
communications world we operate in these days.
...
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10.
Part 6: Merry Baskin
(Some Rather Bossy) Advice for the next generation of (student) planners
4. If you are a student, I do not envy you trying to get a job in this economic climate. Read the
above books, digest and be ready to develop your own well thought through theories on the
back of them and you will be able to shine head and shoulders above anyone else at
interview. Oh and it is a good idea to spell check your e mails, since errors make you look
unprofessional, inattentive to detail or a bit thick when presumably you are trying to make a
good first impression. Or is that just me being old fashioned? Merry Baskin is Planning Director at
Frame, founder of Baskin Shark and
Good luck!
former Planning Director of JWT
London and Chiat Day New York.
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11.
Part 7: Pete Heskett
Be global
This is quite a simple one.
The Planner of the future will need to be more Global not just in experience but in outlook
and orientation. Obviously clients are going in this direction which means its where the
income stream is. But more significantly this is the way the world is going. We will travel
more, we'll consume more culture from outside of our home countries, and we'll all become
less 'national' and more 'cosmopolitan'. Planners will need to make sure their ideas are more
cosmopolitan and will need to focus not just on the difference of brands but how they can Pete Heskett is South-East Asia Planning
connect to the similarities in people across cultures. Director at JWT and former Head of
Planning at BBH China.
The greatest thing about this is that no-one has really cracked it yet. It's the biggest
unconquered horizon for Planning and if you're adventurous its where you'll be heading.
...
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12.
Part 7: Pete Heskett
Cultivate your instinct and intuition
I think Malcolm Gladwell is right about his 'Blink' thesis. And it's not just trendy pop-social
science pundits working for the New Yorker who are saying this kind of thing. Countless
neuroscientists and even self-proclaimed marketing geniuses (Martin Lindstrom) are now
talking-up the role of the subconscious in decision-making. Last but not least I also believe
Paul Feldwick and Robert Heath are right about when they talk about quot;low involvement
processingquot; in communication.
All of this is a huge slap in the face for the idea of 'rationality' in psychology, human decision- Pete Heskett is South-East Asia Planning
making, and how people relate to communications. It's not new news of course as many Director at JWT and former Head of
enlightened marketers knew this... well kind of instinctively. Planning at BBH China.
So if communications is often subliminal, deeply rooted, subconscious, and deeply irrational
then surely the person who advises on how to communicate effectively will need to have a
deeply attuned sense of instinct and intuition?
...
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13.
Part 7: Pete Heskett
quot;Strange attractorsquot;
I've stolen this phrase from a very bizarre magazine I picked up once.....
... so how is it relevant? Well to me great Planners are voracious consumers of culture in all
its shapes and colours. That's why Planners love the internet so much. The stereotype of the
Planner being a sort of Nathan Barley style figure obsessed with obscure Belgian electro-
acoustic performers (a very London stereotype) is right because good ideas can come from
having this kind of personality, even thought the Nathan Barley bit is perhaps a bit
discomforting.... Pete Heskett is South-East Asia Planning
Director at JWT and former Head of
James Webb Young defined an idea as being two things being put together that haven't been
Planning at BBH China.
put together before. I think if you've got a thirst for 'Strange Attractors' then you've got a
better chance of coming up with good new ideas.
...
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14.
Part 7: Pete Heskett
Also focus on skills which don't come naturally
If you're bright, energetic and creative you'll probably do well in Planning. However, these
building blocks of raw talent often aren't enough on their own. The biggest issue I see with
the development of Planners is that they're not always good at doing the things they don't do
well naturally. These are the things which are often roadblocks to development e.g. not being
interested in the business side of things, or seeing management, and definitely anything to do
with Account Management, as something slightly satanic.
I don't think its a radical prediction to say that brands and strategy are going to become more Pete Heskett is South-East Asia Planning
important in the future. Obviously there are some who think that the future of Advertising is Director at JWT and former Head of
a little less rosy. This will leave a huge gap for Planners to fill if they want to take it. Our skills Planning at BBH China.
and often our personality, values and disposition are much better suited to this new
environment we're facing than a lot of suits and creatives who often want to cling to the old
ways. One things is for sure however is that if you limit your skillset to quot;Pseudo-intellectual
with a trendy T-shirt who client likes because they are little bit more honestquot; then you won't
be able to take these opportunities. Which leads me to my final point....
...
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15.
Part 7: Pete Heskett
Become a producer
A year or so ago I met a proper marketing genius called Pau Yi Min who runs the PPGroup in
Taiwan and isn't as well known as Martin Lindstrom probably because he doesn't say things
like quot;I work 450 days a year with all of the world's most important people on all of the most
important projectsquot; in the early chapters of his books. Anyway, I'm getting off the point. To
my mind Pau Yi Min runs the agency of the future, much more so than our Western darlings
like Crispin or Anomaly. If you're interested you should find out more.
Pau Yi Min said that one of the reasons of his agency's success is that it doesn't matter who Pete Heskett is South-East Asia Planning
you are, what you've done before, or what you're primary expertise is - everyone in his agency Director at JWT and former Head of
has to be a producer some of the time. His agency does everything - graphics, digital, Planning at BBH China.
traditional advertising, events, retail, and not only is it all brilliant but its also very often
highly innovative, doing things that haven't been done before. What's great about his model
is that everyone plays a role in making this happen. I often see Planners who are now starting
to come up with communications and marketing ideas that are often better than what the
creative department generates but we generally have no idea about how to make them
happen which means that these ideas die in the creative departments bin of 'not invented
here'. I think if Planners could learn to become better producers then the sky is the limit.
Then we wouldn't have to call it 'Planning' anymore.
The End!
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16.
Part 8: Patricia Mcdonald
What advice would I give the next generation of planners? To misquote one William
Jefferson Clinton, for me, it’s about the data. Using data to inspire and illuminate, not
simply evaluate or quantify.
For the first time ever, we know exactly what people want. Not what people tell us they want
in focus groups or tracking surveys but what they really, really want. We have an accurate,
exhaustive and ever-evolving record of the hopes, fears, loves and loathings of humanity-
what John Battelle, writing about search, described as “The Database of Intention”.
We know, literally, what they’re looking for today. Through the power of the crowd we know Patricia Mcdonald is Business/Planning
what they’re going to be looking for tomorrow. In their millions, through search logs, social Director at BBH London
networks and microblogs, our consumers can tell us things that as individuals they don’t
know yet. They can tell us where flu is going to strike next, who’s going to win Pop Idol,
they’ll tell us before we can see it anywhere else when the housing market is on the way up.
They’re telling us every day what they love and hate about our brands. As the heralded
“voices of the consumer” what could possibly be more exciting?
...
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17.
Part 8: Patricia Mcdonald
There has never been more information, more freely available, from richer sources. One of
the most valuable commodities in the world and companies are literally giving it away.
Because the data flooding in is out of all proportion to companies’ ability to analyse it, much
less turn that analysis into insight. There’s too much out there to simply crunch. So we need
to marry analysis with instinct, statisticians with cultural mavens and trendhunters, left
brain with right brain. Sounds a lot like a job for a planner…..
So embrace the information overload, wrangle the data, interrogate it, manipulate it, get to
love it. Watch the conversations happening round your brands, spot your super users, your
Patricia Mcdonald is Business/Planning
evangelists and your antagonists. Watch what’s happening in the fandoms, keep your eye on
Director at BBH London
the geeks and the mavens and watch them predict the mainstream. Find new ways of
visualising the data, of turning information into dynamic, compelling and strangely beautiful
insight.
What else…. Be generous with your ideas. Be extra generous with other people’s ideas. Get
comfortable with chaos. Get good at drawing clarity out of it. Never forget it’s not enough to
be right-you have to take people with you. And wear good shoes.
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18.
Part 9: Victoria Kaulback
1. Don't do it. Seriously. If you have what it takes to be a good brand strategist, then you
probably have what it takes to run a microcredit operation that can bring thousands of
people out of poverty, or be an investigative journalist, or make organic goat's cheese. Any
number of things that will almost certainly be better for your soul, and your stress levels,
than planning.
2. If you must do it, do it with disproportionate zeal. This will mean learning people skills. I
didn't have any for the first, roughly, twelve years of my career. I eventually found I needed
some (and they are still pretty rudimentary) because I find my job involves a lot of pushing
Victoria Kaulback is Brand Planning
and persuading. For example, persuading people that it's a good idea to investigate things
Director at Y&R New York.
deeply, never rely on what's worked before, challenge all assumptions. This is not an
approach prevalent among marketing professionals with an average job tenure of 18
months. A lot of businesses do OK in spite of their marketing efforts, not because of them.
Results can always be better. Thinking never stops. There is always a more lateral way. There
is always a way to make a boring brief un-boring. If people can feel your passion and
investment, it may rub off on them. Be warned: it’s tiring. Very very tiring. You will need a lot
of vitamins, or alcohol, or massage therapy.
3. Explain to your account management colleagues that strategic development requires as
much time as creative development, and is also a creative process. This may require daily
repetition for up to two years before it is universally accepted. Be patient.
...
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19.
Part 9: Victoria Kaulback
4. Become an expert in human emotions. My biggest struggle in recent years has been to
convince certain clients that human nature is not rational. This has always seemed evident to
me, possibly because of my own comically irrational life choices. Luckily for those starting
out in the profession, the catastrophic global financial meltdown triggered by the domino
effect of greed (which is an emotion, folks) has caused a widespread questioning of
traditional economic theory, and its assertion that people make rational decisions. The new
band of behavioral economists (Dan Ariely, Nassim Nicholas Taleb et al) are having a long
overdue day in the sun and are being listened to. They assert that human decision-making is
extremely emotional, irrational and sometimes random. Some marketers already know this. Victoria Kaulback is Brand Planning
But for those that don't, the new behavioral economists and the emerging evidence from the Director at Y&R New York.
world of neuroscience / neurobiology / epigenetics help support it. (For example, the
disconcerting recent-ish confirmation that we operate on the basis of our conscious mind
around 5% of the time, 95% of the time we're operating on our subconscious mind.) All this
will eventually filter into marketing departments and make for stronger marketing and
communications, based on a more refined understanding of what drives people. As someone
clever once said, emotions lead to action, while thinking only leads to conclusions. Emotion
fuels economies, wins elections. Emotion rules the world.
...
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20.
Part 9: Victoria Kaulback
5. I recently had the privilege of meeting some young planners at Miami Ad School. I was
refreshed and delighted to see that many of them drew insights very widely – from data but
also from history, literature, films, life experience, current affairs, psychotherapy, physics,
anthropology, sociology, art, the bus stop, the café..….This cross-fertilization approach
obviously makes for the richest, truest and most relatable insights. I actually think it’s been
much neglected in comms agencies and marketing. Yes, it takes time to read widely and NO,
YOU CAN’T JUST READ MARKETING BOOKS, IT MAKES YOU REALLY BORING. So,
young planners, my advice to you is to please remind us of that, every chance you get.
Victoria Kaulback is Brand Planning
6. You MUST do pro bono work for good causes in addition to paying clients. There is no
Director at Y&R New York.
excuse. You MUST do it. You will sleep better. Or, start a social enterprise arm in your
agency, if it doesn't yet have one. It's the way the world is going: governments can't get
everything done. Business needs to step in. Business needs the credibility too: consumers
don't trust businesses any more, by and large, with good reason.
7. There was a seventh point. But I forgot it. I became distracted. That happens in this
business.
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21.
Part 10: Paul Isakson
Hone your skills in the three quot;I'squot; - Insights, Ideas, Inspiration.
Learn what a great insight is and never stop looking for them. Everywhere you go and in
everything you do, there are insights waiting to be found. Don't miss an opportunity to spot
them. If you're not sure what a great insight is, see this post from Richard Huntington.
Ideas are not the sole property of the creative department. They can come from anywhere.
Even you. Learn what makes an idea great and learn how to make one even better. Push
them and the people who come up with them to take them as far as they can go until they
break. The longer it goes until you break it, the better and bigger the idea is. Love great ideas. Paul Isakson is Director of Strategy &
They make the world go 'round. Insights at space150
Learn how to inspire everyone you work with, including yourself. Start by figuring out what
drives your agency - the clients, account, planning or creative. Which ever one is the driving
force for the work you do, figure out how to inspire that one first. They are the key to getting
great ideas brought to life.
...
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22.
Part 10: Paul Isakson
For your creative teams, figure out what makes them tick and how to get the best work out of
them. Feed them all you can of what they need and you'll get better and better work out of
them every time. For your account teams and clients, discover what they need to get excited
about an idea. Then, partner with the creative team to present the work to them in a way that
makes them say, quot;YES!quot;
For your planning team or yourself, figure out how to push yourself each and every time. If
everyone is looking to you to be the lead, you have to know how to inspire yourself when the
challenge itself isn't so inspiring. Not only that, but things will get difficult at times and you'll
Paul Isakson is Director of Strategy &
reach a point that makes you think about giving up. Don't. Dig deep and inspire yourself to
Insights at space150
find a way to solve the problem you're facing.
Lastly, don't get caught up in a classic planning trap of trying to prove you are the smartest
person in the room. It's actually the worst thing you can do. Instead, learn how to make the
people responsible for bringing good ideas to life in the world feel like the smartest people in
the room. It will go a lot further to getting great ideas off the board and into action and
everyone will still recognise the great value you bring to each and every assignment.
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23.
Part 11: Nina Rieke
1. Don’t think in advertising - but in solutions.
Our work is less and less about ads. But about connecting to consumers through idea. Ideas,
that offer solutions to something that is relevant in their lives.
2. Get inspired by the best.
A lot of great planners put their knowledge online. Have a look at the blogs of the smartest
(see more on Plannersphere etc.) You will gain great input. And have a chance to interact.
Look to work at the best and most famous agencies and companies with the people you
admire most. If you don't make it right away, try again. And again. It is worth it. Do not
Nina Rieke is Senior planner and
waste your time at mediocre places. Especially not early in your career. Learn from good case
founder of Burobraun, and former
studies. Try “reverse engineering” from existing communications – what could have been the
Senior planner at Springer & Jacoby
message? Practise!
and Jung von Matt.
3. Have a broad view.
Planning is about thinking smart and connecting facts and insights in a way that is hopefully
new, different, relevant and successful. Interact with interesting people - not just ad guys.
Read stuff. Some planning books are good, the apg awards offer further insights. But apart
from that: read other stuff. Watch films. Talk to people. Get out there into life. And connect
with real people - they might have interesting stuff to say and have quite a different
perspective on life, brands and communications.
...
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24.
Part 11: Nina Rieke
4. Be protective of good stuff.
Often it is not about being the quot;advocate of the consumerquot; but the quot;advocate of the ideaquot;.
Take research as what it is. Another way to gain insights. And nothing more. A lot of times
people will not recognize a brilliant idea. Learn to deal with researchers and results. And how
to best care for good ideas that need to survive pre-tests. There is lots of stuff you can do.
Involve consumers at the right stage - in the early phase to gain insights and clarity on how
they might understand issues. When testing ideas learn how to be sneaky and beat the test
methodology. Regarding innovations or communication ideas - more often then not research
or lesser skilled researchers kill ideas. Nina Rieke is Senior planner and
founder of Burobraun, and former
5. Be visionary and realistic at the same time.
Senior planner at Springer & Jacoby
Don’t take it personal if the client does not buy into your strategy, the account person is
and Jung von Matt.
telling you to be less bold in your presentation, or the creatives are annoyed by a creative
brief that has been signed of by the client already. Get a clear understanding of the role
planning is having in your agency/ company as well as for your clients or for a specific
project. Take it as a game, enjoy the politics if you can handle it or steer clear of it from the
beginning. It is not always about the best and truly right solution.
...
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25.
Part 11: Nina Rieke
6. Team up - planning often is a group effort.
It is never quot;we against themquot;. In case you are working in a communications agency your work
will only get better if you have close relationships with your collegues. This might sound
simple - but some planners love to hide out and come back with a finished brief, being
discouraged that it does not hit off with the team right away. It is not always the planner that
has writes the great message or brief by him- or herself. planning is a way of thinking - and
can be done by any smart person on your team.
7. Do not just be right, be interesting.
Nina Rieke is Senior planner and
With all the stuff planners come up with – creative briefs, presentations – facts, insights and
founder of Burobraun, and former
data of course needs to be accurate. But it is not always the message that is 100% right, that
Senior planner at Springer & Jacoby
hits the spot but the most interesting. So: be right, but do not stop there. Remember:
and Jung von Matt.
planning at best is not merely giving direction but inspiration.
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26.
Part 12: Matt Willifer
I want to tell you about something inspirational; something that has inspired me and might
inspire others. I toyed with art, imagination, insight, curiosity. Even love.
But given these are recessionary times, I came up with money.
Does this seem like a grubby and uninspirational theme? If so, this might be part of the
problem. Planners do not centre themselves sufficiently around money. It’s to do with our
natural sensibilities; we are more likely to be frustrated novelists than frustrated
accountants.
Matt Willifer is Head of Planning M&C
Imagination, empathy and clarity are cornerstones of our art. But they are (of course) just
Saatchi and Chair of UK APG
means to an end. Account planners are money making machines. They exist to make their
clients money. They are the bridge between a creative endeavour and an improved balance
sheet. They are better placed than any other advertising discipline to achieve this.
Agencies sometimes talk about channels that “sell” (such as DM) and channels that “build
the brand” (such as advertising).Is this meant to mean that advertising doesn’t sell? Perhaps
it builds a great image for a bankrupt company. Perhaps what is meant is not that advertising
won’t work, but that it is intended to have some kind of vague “long term” sales effect. But
how can advertising have a long term sales effect without a short term sales effect?
...
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27.
Part 12: Matt Willifer
People who say “the purpose of advertising is to build image” risk not giving a proper
reflection of how advertising is intended to make money. It makes the client think you don’t
really care about business in general (or, worse, their business in particular.) Perhaps
subconsciously a lot of us don’t really believe that our advertising will make money. In these
cases, talk about “brand image” is comfortingly woolly. It absolves us from responsibility.
The ways of spending money used to be simple. You did some advertising. Sometimes it
made money, sometimes it didn’t. And sometimes you didn’t really know. But now there are
lots of different ways to invest. Lots of different ways to make money (or to waste money).
Matt Willifer is Head of Planning M&C
With more alternatives, the issue now is not even whether you make your client money; it’s Saatchi and Chair of UK APG
whether you make them more money than the other alternatives they have available.
The winners over the next ten years will be those who come not just with wonderful ideas,
but with sound financial arguments as to why and how these wonderful ideas will make their
clients money. They will have a theory about exactly how they aim to make money for their
clients. Not just in ten years time, but in one year’s time. I have seen the future, and it has a
spreadsheet.
...
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28.
Part 12: Matt Willifer
Have the right frame of mind. Judge everything against whether you really think it will work.
You might come with a wonderful insight, you might have cleverly turned the problem on its
head, you might have produced a clever twist worthy of an APG Grand Prix. But it might just
not be right. If you’re a good planner, you can probably argue pretty effectively that black is
white. It is important to step back from time to time and remember that it isn’t.
Treat the client’s money like your own. (Not literally; this is embezzlement). Be careful with
it, don’t waste it, spend it wisely. This means putting in place a strong, logical financial
argument. It also means using your gut feel: if this were your money would you actually
Matt Willifer is Head of Planning M&C
spend it on what you are suggesting? If the answer is “no”, you might be doing something
Saatchi and Chair of UK APG
wrong.
Here’s something to try. Try doing the job for cheaper. (Because this is what someone else
will be trying to do.) Halve your budget, set yourself the same sales target, and see what you
come up with.
In this case you’ve got to be rigorous. You can only make money if you influence behaviour.
Your starting point must be getting people to do something, rather than getting them to think
something. New users or existing users more often? Instead of what? Where, when, with
what, with whom? You know the drill.
...
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29.
Part 12: Matt Willifer
Monetise this behavioural shift. How many people do you have to get to do what how often in
order to meet your objective? Is this sufficient to justify your spend? If not, think of
something else.
Now give yourself a media budget of zero. Okay, now give yourself a media budget of minus
£1m. This means the solution is not just a piece of brand communications but a way of
generating money in its own right. What would this look like? Communications that people
are willing to pay money for? Service initiatives that are not really communications ideas at
all? What fun you’re having already.
Matt Willifer is Head of Planning M&C
Trying to make money and save money for your clients is actually a brilliant way to spark the Saatchi and Chair of UK APG
imagination. After all, capitalism is based on this premise.
Generating revenue means being different. Saving money in communications means boxing
clever. So “money” prevents lazy solutions. It spurs us on to better things. Which is why I
thought writing about it might be an interesting theme.
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